Back to Nick

1. Back to Nick Video Presentation: This Stuff Doesn’t Work!

2. Turning Effort Into Performance Objectives • Explain why some people exert more effort at a given task than others • Understand how to motivate your crew to exert more effort • Understand the factors that determine performance

3. Why People Work(A Quick Review) • They have Needs • They have developed Wants • They exert Effort to get Wants

4. Motivation • The ability to get employees to do what you want them to do, • When you want it done— • Because they want to do it.

5. Rewards:What Are They? • The real or perceived result of completing a task. • Every task has them—whether we see them or not

6. Compliments/“Pat-on-the-back” Recognition/Awards Opportunity for overtime Flexible hours Pride Completing an important task Visible signs of completion Use of new or unused skills External Internal Reward Types Examples

7. Relationship BetweenEffort and Reward Reward Effort Performance Reward Reward Can I perform as expected? If I perform, what is the result? Is the reward desired?

8. Effort • Physical and mental activity required to complete a task • A motivated person will exert more effort than one who is less motivated

9. Expectation • Perceived ease or difficulty in completing a task • In general, the higher the expectation—the higher the level of motivation

10. Performance Environment • Support • Past success/failure • Crew morale • Self-esteem

11. Reward-Performance Connection Believability • People must believe that exerting additional effort will lead to a reward.

12. Desirability • The reward offered must be of importance to the individual • Importance depends on the strongest wants or needs

13. So What Went Wrong? Reward Effort Performance Reward Reward Can I perform as expected? If I perform, what is the result? Is the reward desired?

14. Let’s Try Again … Exercise 4.1: Choose An Acting Crew Leader

15. Exercise 4.2: Selecting Rewards

16. Performance Model Ability X OrganizationalProblems Direction Effort Performance X Knowledge and Skills

17. Direction • Who • What • Where • When • How • Why

18. Effort • Motivated people exert more effort than less motivated people

19. 3 Conditions For Extra Effort • Task is reasonable—it can be achieved • The reward is tied to performance • Reward is desired

20. Ability • Mental and physical power to do a task

21. Knowledge and Skills • Knowledge is taught • Skill is acquired through practice

22. Organizational Problems Things that hold up work: Wrong or poorly maintained equipment Materials or resources not provided

23. Performance • Viewed in terms of measurable quantities and quality completed within a specified time

24. Communication • Must be a continuous two-way process to maintain motivation and productivity

25. Key Points • Link valued rewards to performance of achievable tasks • Assign crew members to tasks when they have the appropriate:Abilities, Knowledge, and Skills • Provide necessary resources and opportunities • Organizational problems should not hold up the work

26. What You Have Learned • Individuals can respond differently to the same reward • How to motivate our crew to exert more effort • All individuals can be rewarded • How to match individual needs to rewards • Identified and discussed the factors that influence performance.

28. Direction

29. Direction Effort

30. Direction Ability Effort

31. Direction Skills Knowledge Ability Effort

32. Organizational Barriers Direction Skills Knowledge Ability Effort

33. Organizational Barriers Direction Performance Skills Knowledge Ability Effort

34. Organizational Barriers Direction Performance Skills Knowledge Ability Effort Communication

35. The End

36. Rewards FromAround the Country • Alabama—an award is given for the the cleanest rest area. • Illinois—uses a participative problem solving program to develop ideas and recognize employees for their contributions. • Maryland—yearly recoginition is given to employees for perfect attendance and safety performance. (continued)

37. Rewards FromAround the Country • New Jersey—goals are set by employees in conjunction with their supervisor, and feedback is given as to how the employees are meeting their responsibilities. • Texas—periodic reviews between supervisors and employees are held to set work objectives and review programs to increase proficiency and efficiency in the areas of equipment and management training.